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APM Project Management Awards
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CASE STUDY
Category
Winner
Overseas Project of the Year 2008
Arup for The Water Cube, Beijing.
Sponsor
The project
Introduction
The ambition of the Beijing Olympics was to be “the green
games, the hi-tech games, and the peoples’ games”.
In the short time since its opening, the Water Cube
has become an icon of a ‘new Beijing’. The venue amazed
visitors and inspired athletes at the 2008 Olympic Games,
hosting the swimming, diving and water polo events.
Twenty-five world records were set in what is now the
fastest pool in world, Great Britain’s Rebecca Adlington
became a double Olympic Champion, and Michael Phelps
set a new Olympic landmark with eight gold medals.
The design was delivered from competition stage
through to a fully approved scheme in just 12 weeks, with
the fast-track programme continuing through to the official
opening of the Water Cube in January this year.
Arup received a glowing tribute from the client, Thomas Yi,
Vice General Manager of China Construction Design Institute
(CCDI); “With regard to Arup’s performance on the project we
felt that the design consortium did an amazing job. We were
deeply impressed by the professionalism of the Arup team,
who delivered the multi-disciplinary engineering services
required for this key venue for the 2008 Beijing Olympics.
The project was completed on time and within budget.”
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APM’s judges agreed that the Water Cube made a
worthy winner; “Arup has managed to deliver, on time
and to budget, a truly inspirational and enduring project
for the Chinese people within a complex technical and
cultural management environment, by establishing a clear
vision and roadmap that all stakeholders aligned to. Clarity
of communication was essential and Arup mitigated this
key risk via interface management techniques aligned to
the technical and commercial interdependencies, in an
innovative manner.”
The scale of the project was neatly summed up by
Joanna Kennedy, Arup, who when accepting the award
on behalf of Arup’s Australasian practice, described it as
a “major collaboration” involving 20 different disciplines
over four different countries.
Background
The Water Cube was the result of an international design
competition with 10 short-listed participants, judged by a
panel of architects, engineers and pre-eminent Chinese
academics. The Arup + PTW + CCDI design was selected as
the clear winner of the competition both by the international
jury and the people of China themselves, although the
outcome could have been quite different but for some
tough decision-making by the Water Cube team.
The Aquatics Centre was required to be the best
Olympic swimming venue and then a popular and
well-used leisure and training facility after the games. It
was to cost no more than US$100M before the Olympics
and US$10M for its conversion to legacy mode.
The Olympic requirements included a 50metre
competition pool, a 33metre diving pool and a 50metre
warm up pool. The main pool hall was to have 17,000 seats
for the games and then be reduced to 7,000 seats with
other facilities added in order to make the Aquatics Centre
a viable long-term legacy. The construction was to start
before the end of 2003 and to be completed at least six
months before the Olympics to allow a sufficient period for
trial competitive events.
In 2003, as the fast track development program got
underway, the team from Arup, PTW Architects, and China
Construction Design International (CCDI) agreed that the
Aquatics Centre design should portray the way in which
humanity relates to water, and devoted half of the available
design competition period developing a design with a wave
shaped roof depicting the power of the surf.
Following the unveiling of the spectacular glowing
Bird’s Nest design for the National Stadium by the team
at Herzog & de Meuron and Arup just four weeks before
the competition deadline the Aquatics Centre team
realised their design could not win and made the difficult
decision to scrap the wave design and swiftly agreed the
component parts of the Water Cube concept.
The National Stadium is on the neighbouring site to the
Aquatics Centre, the two sites separated by a protected
historic axis to Beijing’s Forbidden City, factors that led the
team to develop a complimentary design to the Bird’s Nest.
They concluded that a cube concept would appeal to the
typical Chinese way of understanding beauty – a subtle,
thought-provoking design representing the beauty and
serenity of calm, untroubled water.
The two opposing shapes sit together in harmony;
the Water Cube is blue against the Stadium’s red, water
versus fire, square versus round, male versus female,
earth versus heaven.
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While the structural solution based on the formation
of soap bubbles is unique, other technical ambitions
contributed to its iconic form.
The Water Cube is an insulated greenhouse, which
maximises the use of solar energy for both heating
and lighting.
The use of ETFE (ethylene tetrafluoroethylene – a kind
of plastic) in lieu of glass creates a superior acoustic
environment, reduces the weight of material supported
by the structure, improves seismic performance, and is
self cleaning and recyclable. The roof collects and re-uses
all rainwater that falls on the building.
Despite the building’s apparent complexity because
the structure is based on a repetitive geometry, the
sub-components repeat across the building. There
are only four different nodal geometries, three typical
member lengths, and 22 different ETFE pillow shapes,
greatly reducing the time and costs of production and
installation.
The design sets a new precedent for engineering
approvals for the Chinese Olympic venues. Without
performance-based fire engineering (a first for China)
the Water Cube as we know it would not exist. The
building is the result of integrating the technical
requirements of all the relevant engineering disciplines,
not the result of a single dominant one.
Due to its complexity (the structure consists of 22,000
steel members and 12,000 nodes), the entire project
had to be conceived and modelled during the last three
weeks of the design competition in three dimensions.
Numerous new techniques and pieces of software
were developed specifically for the Water Cube
project. This new software was used to generate the
geometry, create a physical prototype, optimise the
structural performance, analyse acoustics, smoke
spread, and pedestrian egress, and to provide
construction documentation in a fully automated
four dimensional sequence.
The challenges
In winning, the Arup team had created a significant
challenge for itself. The competition concept had
enormous wow-factor, and was based on solid engineering
principles, but many of the concepts were so cutting
edge that multiple streams of research and development
were still needed to prove the design both internally and
to design partners, and to sell technical aspects to the
Chinese approval authorities.
Despite the complexities involved, the Water Cube
always had one absolute given – a fixed end date. It was
up to Arup’s project management team to deal with major
timing issues along the way, most notably delivering the
physical venue design well in advance of knowing who
would operate the Water Cube before and after the games,
and how they may want to reconfigure the building.
There were no easy answers to these issues, however
the key to success was a combination of involving Arup’s
specialist designers and project managers with expertise
in Olympic sites. These specialists provided a real
understanding of how Olympic events will be operated,
how the many operational streams must be linked, how to
balance the needs of stakeholders, and how the venue sits
within the wider Olympic organisational framework.
The design and construction of the Water Cube, while
pushing back the boundaries of innovation, is essentially
business as usual for Arup. Arup is renowned for taking on
large and complex designs and bringing them to fruition.
However, the actual project management of an Olympic
venue for Arup is anything but business as usual.
Communication
The binding thread in the success of the Water Cube
project was the quality and depth of communication
both internally and externally. As well as day-to-day team
communication and information management processes,
Arup’s communication strategy established the vision and
key messages, and how these would be integrated into
daily project life.
The strategy produced by Arup’s project managers
went beyond planning the formal internal and external
methods of communication – it encompassed the need
for the continuous incorporation of lessons learnt in
dealing with stakeholders in a different location, and
with a different culture and language. In doing so it
provided a vehicle for relationship management and
stakeholder engagement.
At the implementation plan workshop, Arup’s project
management team focused initially on the need to articulate
and communicate a very clear project vision for the Water
Cube design. This was intended to have multiple benefits.
Most simply, the vision would provide improved clarity and
autonomy to the design team members.
This would help achieve a quality outcome in a very
short period of time, by allowing parallel streams of activity
to converge quickly and accurately. It was also hoped
that having a robust vision would greatly help achieve
alignment and buy-in from other project stakeholders.
International aspects
- the management
of difference
More challenging for Arup’s project management
team than the technical aspects of the Water Cube,
and ultimately far more rewarding, was learning and
understanding the business culture and context in China.
It was not only ‘foreign’ to Arup at the start of the project,
but also highly difficult to read, so they held some specific
internal sessions with Chinese team members to agree
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their approach to the early ‘management of difference’.
This partly focused on maintaining leverage over
commercial arrangements, but mainly looked at how to
minimise and manage the risks of the specific differences
in norms, practices and expectations through the project
lifecycle.
The complex and dynamic nature of the Chinese
market, particularly in the context of the Olympics, meant
that the risks associated with delivering the Water Cube
could not be underestimated. Beijing’s lack of regulatory
transparency and regional differences, as well as a
relationship-based business culture were among
the factors Arup identified that made China a challenging
project environment.
Arup’s project management team looked at a diverse
range of risks, trying to understand and plan their
approach to the project in the unfamiliar context of China’s
legal, social, cultural, economical and technological
environment. Other than the commercial risk of delayed
payment, the key risks identified were social – how
China’s business culture might affect the relationships and
dynamics within the international Water Cube team, and
with the external stakeholders involved in approving the
design concept.
Social risks such as cultural misunderstandings could
have completely derailed or significantly delayed the
Water Cube project. Relationship building is fundamental
in Chinese business, so understanding Guanxi – a form of
social networking – and how to authentically cultivate and
manage it was vital to the Arup project management team.
Other important factors in the approach included:
Emphasising Arup’s international reputation and the
depth and diversity of its activities and locations.
Ensuring that all interactions with Chinese stakeholders
involved giving them the highest possible quality of
service, both in terms of the material issued and the
Arup staff directly involved with them.
It was important to involve well-respected senior
engineers from Arup’s Beijing and Hong Kong offices at
key stages of the approvals process. Their influence and
local knowledge of the Chinese legislation, coupled with
Arup’s involvement in other high profile Olympic projects
in Beijing, were leveraged to convince some conservative
authorities to accept a range of innovative approaches to
the engineering design that didn’t follow the prescriptive
rules of the Chinese building codes.
This was the number one risk in the early stages of the
project, and the formal approval of the engineering design
in early 2004 set a major precedent and direction for other
Olympic projects.
Arup’s specialist project managers were very specific
during contract negotiations to clearly define the scope of
services and the interfaces with Chinese design partners,
and were robust in contract negotiations that removed
some of the post-Olympic payment milestones that were
unrelated to Arup’s scope. The result was a financial
success despite the considerable risks of working on
such a fast track project, with international partners and
stakeholders, on a project involving such groundbreaking
design techniques and materials.
By deliberately resolving any potential conflicts early,
Arup were able to sign a contract and facilitate a smooth
and seamless handover to their Chinese partners with
clearly understood and accepted interfaces.
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Interface management
Some of the challenges faced included the integration and
the coordination of the many interfaces for the project
involving multiple stakeholders with conflicting demands.
Coordinating the requirements for athletes, officials,
VIPs, written press, broadcasters, workforce, sponsors,
spectators, and of course the operator, is complex and
requires delicate balance.
Arup’s project management team had the challenge of
coordinating 20 specialist Arup engineering disciplines,
ensuring they were properly integrated, and that the
complex interfaces of the Water Cube were properly
understood and documented.
Developing on previous Arup project management
work at London’s Heathrow Terminal 5, the project
management team introduced an interface management
strategy which divided component parts of the Water
Cube into volumes defined by physical and time
boundaries which were described in a project volume
register and each volume assigned an owner.
An interface occurred when anything touched or
crossed a boundary. Initially all high (key) and low level
interfaces were identified and captured on a register, and
regular interface management and coordination meetings
held involving all parties. The principle began working
very well internally, and was quickly expanded to include
external interfaces where Arup required information from
another team or third party – e.g. the interior designers, or
utility supplies from off site. These external interfaces were
classified as:
Physical – a point or plane common to two or more
parties at which a physical interdependency exists, e.g.
the location of an underground service or duct route.
Functional – a relationship between two parties at
which performance independency exists, eg power
requirements or data connectivity.
Organisational and contractual – a relationship between
two parties in which a delineation in scope or contractual
responsibility exists, e.g. the development of details by
Arup’s Chinese design partners CCDI based on Arup’s
scheme designs, or interfaces between civil engineering
and architectural landscaping documentation.
Operational – a relationship between two parties at
which delineation in operational responsibility exists,
e.g. maintenance for equipment under warranty with the
ongoing maintenance and replacement by the operator,
and the short term responsibilities for Olympic overlay
compared to pre-Olympics mode and then legacy mode.
The management of interfaces became one of the most
important functions of the project management team
during the Water Cube design and in the longer term,
Arup believes the results will also generate significant
savings in construction cost compared to current practice.
Safety in design
Measured by international standards, construction site
safety records in China are poor. At the implementation
plan workshop, Arup’s project management team made
a strong commitment to explore the risk-prone activities
likely to occur in the construction of the Water Cube,
and to potentially improve safety by following a ‘Safety in
Design’ approach. This included producing documentation
that would improve safety awareness, suggesting planned
and logical methods for construction and maintenance.
Using the UK Construction Design and Management
(CDM) Regulations, and draft NSW legislation, this
approach was intended to ensure that unusual hazards
and risks (such as post-Olympic alterations to the internal
fit-out, and working-at-height hazards involved in
maintenance of light fittings or adjusting broadcasting
equipment) were eliminated or controlled at the design
stage wherever possible.
The final hazard risk register was included with tender
documentation along with recommendations that it be
incorporated into the safety management plans for the
various package contractors on site.
The people factor
To remove potential pinch points from specific key staff
becoming overloaded, and to allow technical staff more
freedom, Arup’s project managers established
semi-independent teams with their own leadership,
to progress in parallel streams.
The four teams included design, product research,
stakeholder engagement and commercial issues such as
scope, contract and fees. For example, Arup established
clean interfaces that would allow the finalisation of the
structural geometry and research into the ETFE facade
performance to proceed without holding up the general
space planning of the building. Leadership for key
stakeholder meetings was separate from commercial
negotiations, so that one did not compromise the other.
Following the success of the Water Cube
implementation model, it has now become standard
practice on all of Arup’s major projects. Having specialist
project managers providing leadership, while still providing
freedom to technical staff, significantly improved the
design process and embedding project management into
the business was more easily accepted as the specialist
project managers on the Water Cube also had technical
engineering backgrounds. In this way the specialist project
managers were able to contribute at all levels, rather than
ever being perceived as a ‘non-technical’ overhead.
Developing the tools to deliver
The Water Cube was a catalyst for the development of
a range of bespoke project management planning and
monitoring tools. Such tools were needed to deliver such
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a large multidisciplinary project, delivered across different
offices, and with a program that demanded reporting,
monitoring and action to happen in real time.
A range of project management tools established
for the Water Cube have since been developed further
through internal funding and are now being rolled out on
all major Arup projects in the Australasia Region. These
include simple protocols for shared servers and email filing
between multiple offices, technical management of project
interfaces, safety in design and construction sequencing,
through to more complex programming applications that
interface with Arup’s global cost monitoring system to
provide detailed forecasting and performance reporting
capabilities such as resource management and earned
value management.
In fact, following on from the momentum and success
of the Water Cube, there is now a dedicated systems
development & integration team based within Arup’s
Brisbane project management team that services both
internal major projects and also successfully provides
these services direct to external clients, through licensing
agreements and tailored systems development.
Conclusions
Stretching with their involvement in the design competition
in 2003, through to the emerging dynamics of working
between Chinese and Australian teams, the Water
Cube has been an incredible learning and development
experience for Arup. The Water Cube has acted as catalyst
in advancing and codifying Arup’s approach to a number of
key areas of project management knowledge.
In particular, these included:
Establishing and leading winning teams,
Managing relationships with stakeholders across
cultures,
Project management processes required on major
multidisciplinary projects,
Technological improvements in modelling capability.
These have since been used to great effect on many
other Arup projects internationally. Watching the Olympic
events in the Water Cube has been a rewarding and
humbling experience for the Arup team. There is a genuine
sense of authorship with the team members, and there
have been many presentations and discussions about why
the project was so special.
Of all the key messages though, the one that has
emerged above all others is the total, equitable and
transparent partnership between Arup, PTW Architects,
and CCDI.
The Water Cube is a unique project brought about
by a set of circumstances that perhaps may never repeat
themselves. Olympic venues are always special, but the
nature of Beijing’s aspirations to emerge on the global
stage meant that the Water Cube became a representation
to four billion viewers of a new Beijing.
The fact that Beijing invited international designers to be
part of the Olympics at all was unusual, and set the tone for
a genuine collaboration on the Water Cube where western
and eastern perspectives worked together with mutual
respect and openness.
The project management of the Water Cube has created
a lasting legacy for Beijing, and a lasting legacy for Arup’s
project management team.
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The APM Project Management Awards have been celebrating
project management excellence since 1993 and the broad range
of categories is designed to make entry possible for projects and
companies of all sizes and complexity.
Joana Kennedy OBE, Director
of Ove Arup & Partners Ltd
collecting the 2008 Overseas
Project of the Year Award for
the Watercube, Beijing
The awards reflect the invaluable contribution project managers
make in all sectors of society and the event provides an opportunity
for industry professionals to meet with colleagues and entertain
guests as well as celebrate at one of the year’s most exciting events.
Highly regarded in the project management industry, the awards
reflect the dedication and talent that helps to shape the project
management community and the world around us. The finalists,
winners and sponsors of the awards attract national publicity for
their achievement and involvement. Winning an award provides
invaluable recognition and kudos to the careers of winners.
For more details on the awards and how to enter or attend, visit
www.apm.org.uk/awards.asp or email awards@apm.org.uk
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